The Six Vital

Characteristics of
a Successful Data
Governance Manager
Foreword Being a strong
communicator is
a huge asset
Since 2003 I have been helping organisations implement Data Governance.
One of the interesting things that has come out of that experience is what
most people think are the managerial attributes needed to implement data
governance. I can tell you the opinions and the reality vary greatly. That’s
because while data governance gives the impression of being a technical or
analytical subject, actually the most successful Data Governance programmes
are led and supported by individuals with well developed soft skills.

Passion, enthusiasm and the ability to motivate others towards achievement of

a goal, whether in Data Governance or any major project, will stack the odds of
success in your favour. While Data Governance may seem a strange thing to be
passionate about consider this:

If you’re not buying it, they’re not buying it!

And that means bad news for everyone.

Being a strong communicator is also a huge asset. You will need to convince
people on a large scale, and influence them individually when proposing new
approaches to governing their data. As with any change there will be resistance
and having the soft skills to deal with resistance positively definitely works in
your favour.

If you feel that communication skills are not your strong suit, don’t worry –
they can be learned through training, coaching and of course, practice either
before or during the project itself. We’ll be looking at this and other behaviours
like patience later on.
The Birth You may be
wondering who I am
of this Book and why I wrote the
original blog posts
in the first place
This book actually started life as a series
of blog posts. As I continued to coach and
train individuals and organisations in Data
Governance, it became clear how useful it
would be for my clients if I invested a bit of
time adding detail to the original blogs and
collating them as a book for easy reference.
You may be wondering about now, who I am
and why I wrote the original blog posts in the
first place.
My name is Nicola Askham and I’m known
as The Data Governance Coach. I am an
independent data management consultant
with experience coaching both regulatory
and non-regulatory organisations to design
and implement full Data Governance
frameworks. My coaching approach is
unique within the Data Governance field as
it enables organisations to self-manage the
process beyond initial implementation.
I regularly run workshops, including Solvency
II, supporting my clients to ensure their Data
Governance framework is embedded as an
integral part of their business as usual policy.
The benefit for them, and you, is that once
the framework is in place, your organisation
will be confident, competent and compliant.
Is that something you’d like to be?
I have been involved in Data Management
since 2003, initially for a leading UK Bank
before becoming an independent consultant
in 2009.
I am a Director and Committee Member of
DAMA UK and an Expert Panel member of
Dataqualitypro.com and regularly write and
present internationally on Data Governance
best practice.
You can find out more about
how I can help you become
more successful in your Data
Governance initiative by
contacting me at
NicolaAskham.com
So what is the
key factor for a
Data Governance
implementation to be
successful?
So, what is the
key factor for a
Data Governance
implementation to
be successful?
I’m often asked this question over
coffee as if it is something that
can be answered in a two minute
sound bite. While I’d love to be that
concise with an answer I’m not sure
it’s possible as there is no single
key factor to success. This book
however is my attempt to answer the
broader question of: “What makes
for a successful Data Governance
implementation?”
While a relatively small number
of people would call themselves
Data Governance experts, there is
a rapidly growing body of people
working in the field. This introduction
to the qualities needed for those
planning, or already in the process
of implementing, a Data Governance
framework will help to determine
where training or coaching may be
useful or needed.
An Assumption
Although it’s usually not best practice to do
so, I’m going to assume that, at least to some
degree, I’m now speaking to the converted;
that you already realise the importance and
value of data governance. It’s also likely
that if you’re reading this you’re already
professionally involved with data. This may
be direct involvement, as a data professional
or it may be less direct, as someone working
in the business. Whatever your involvement,
you realise that it’s one thing to hold a lot of
data; it’s quite another to manage it so it can
be used advantageously.
A Definition
Whilst I am assuming the above, it still will be
useful at this stage to give a basic definition
of Data Governance for us to work from.
Data Governance is simply a framework that
allows you to proactively manage your data
to meet your business needs. At a minimum
it includes a policy to mandate:
• how your organisation is going to
manage its data
• roles and responsibilities of those
involved and
• the basic processes to ensure
clarity, consistency and coordination
For a more comprehensive
definition of Data Governance,
please see my white paper
“Getting Ahead of the Game:
Proactive Data Governance”.
Where’s the Challenge?
So if Data Governance is simply a
framework, the challenge is implementing
the framework. And what’s needed here
are the soft skills I mentioned earlier. Soft
skills are needed from the beginning when
persuading your organisation to adopt a
Data Governance framework and all the way
through to completion.
The Traits While I will be
discussing several
that Will Win traits later on,
the first, and
overarching trait
you’ll need to win
in your initiative is
Passion
A true passion for data and a belief
in its importance will infuse itself
throughout the whole project.
Believing the work you are doing is
Once Passion exists there is a triad of
soft skills that support the day-to-day
interactions with those involved: these
are Communication, Influencing and

CO
Behaviours.

MM
making a difference will help others

UN
RS

IC
to believe as well. Anything less

AT
U
VIO

IO
and you will struggle to sell your Communication in this context focuses on

N
HA
presenting and selling your message to

Data Governance framework and
fight an up-hill battle during the
implementation stage, even if you do
sell the initial framework concept.
BE
SOFT SKILLS
groups of people.
Influence on the other hand, refers to INFLUENCING
winning over one person at a time
Behaviours will concern itself with the
characteristics needed to successfully
progress your data implementation
framework namely, Pragmatism, Persistence
and Patience.

But first, a little passion

to kick things off…
Passion “The only way to do
good work is to love
what you do.”
Steve Jobs
To excel at Data Governance, or one could
argue any successful endeavour, you need
Passion. That doesn’t mean you need to
arrive at work every day sporting an ear-to-
ear grin (although that’s not such a bad idea
either). You don’t even have to love every
single moment along the way; that’s a pretty
tall order for even the greatest optimist.
However, before you get started, a keen
interest in the area you’re going to immerse
yourself in will be appreciated by everyone,
including yourself.
“The only way to do good work is to love
what you do.” Steve Jobs
Before you embark on converting those
around you to Data Governance, you need to
really believe in the benefits and be able to
share that belief to engage others.
Remember, if you’re not buying it, they’re
not buying it.
When providing consulting services for
clients, I spend a lot of my time in meetings
with potential data owners or data stewards
(as I’m sure you currently do or will be soon).
To understand how important passion is,
consider the following scenario:
You’re about to deliver a presentation about
the need for Data Governance at a new
organisation.
Do you assume that
• the data steward will just present one
hurdle after another?
• they will say that the roles you want
people to perform won’t work?
• they will believe that they don’t or won’t
own any data and it’s ‘probably all IT’s
fault’ anyway?
If you’re like me you’ve probably heard these
objections numerous times before. Would
it be safe then to say you’re likely to give in
a little to that sinking feeling of familiarity
from presenting the same set of slides and
saying the same things for the umpteenth
time?
Of course you are, and that would be natural.
But let’s look at it another way. What if
you could see every presentation as an
opportunity to get another Data Governance
convert? Someone who can help you
champion the process in the future.
Isn’t that a better scenario?
Your passion can help others see how many
of their data problems will be resolved
through Data Governance and therefore be a
benefit to them on a daily basis.
It may be your usual slides on the screen,
but it’s what you say to support these
reference points that count. When you
know the subject well, you can adapt your
talk to the needs, desires and of course,
objections of each audience. And on the
point of objections, use the fact that you’ve
heard them before to your advantage by
proactively preparing positive benefit
responses, instead of reactionary defensive
responses. That way you’re already one, if
not two steps ahead.
In my experience, the second version of the
meeting is going to end more successfully.
Keeping focused on the virtues of good Data
Governance and why you are implementing it
will help you achieve that result.
If you work in Data Quality you need to
love your data. The same is true for Data
Governance, but to an even greater degree.
The subtle difference with Data Governance
is that you also need to get the people you
are working with to develop a closer and
more meaningful relationship with their data.
And indeed for them to love their data, too.
Finally, it’s also passion for what you do that
allows you to keep going on what can be, and
let’s be honest here, a sometimes arduous
journey. I don’t want to put anyone off at
this early stage, but implementing a Data
Governance programme is all-consuming,
albeit satisfying, work. Hence the need for
Persistence that we’ll be discussing later
Passion So if you have
Passion for Data
Governance, it’s
time to spread the
word...
 Why are you doing this role?

What do you understand as the

value of Data Governance to your
organisation?
Checkpoint
Answer the What is it that makes you
enthusiastic about the role?
following
questions:
If you are not clear on the answers to the first two
questions, go and find out more. If the answer to the
third question is “nothing”, you may wish to consider
what could make you more enthusiastic and what
personal, soft skills you bring to the table to help
others become enthusiastic with you.
 Once you’ve discovered your Passion, the
first task for the budding Data Governance
Manager or Data Governance enthusiast is
to spread the word. After all, nothing much is
going to change if you keep this approach to
yourself!
“What I do best is share my enthusiasm.”
Bill Gates
The Sales Pitch
It’s safe to say that as a Data Governance
practitioner you have something to sell. In
this case it’s not a product, but a cultural
change and new way of working. I’m not
naturally comfortable with the idea of selling,
in fact the thought of cold-calling fills me
with dread. However, when it comes to selling

Communication
people on the idea of Data Governance, I’m
In order to be an effective communicator
you will need explain to everyone, at every eager to spread the word, as I know the many
level in your organisation, just what Data benefits it will have for them.
Governance means for them. You also
Of course, there are varying techniques to
need to communicate this in a variety of
communicating (to sell) an idea. But let’s
different ways, from presentations, one-on-
keep this simple by looking at the classic
one coaching sessions, written web content,
five-step method of answering Why, What,
emails and reports.
How, What if and What now.
Especially early on in the process your main
When you’re clear on the answers to each
focus will be giving presentations on why
you’re ready to communicate these answers
your organisation needs to implement Data
to others.
Governance. These are great opportunities
to make an impression as often it will be
your audience’s first introduction to Data
Governance and will guide how they feel
about the process from now onwards.

Why?
“Why does your organisation need a Data
Governance Framework?”
“Why should your organisation adopt the
approach your selling?”
The best way to answer is to link each
question to your organisation’s existing
strategy and objectives. Work out how
better quality data will support these. Then
illustrate the alternatives: how things are
now and how things could be. With large
organisations this will involve showing what
is already happening, for example the ad
hoc solutions to data quality issues or the
reactive workaround projects set up every
time a new regulation is introduced and the
costs these incur. You can then show how
Data Governance would help, saving time and
money by ensuring a proactive approach to
data quality.
Have you ever found that a small change
to the way data is handled has an originally
unforeseen impact on things like key
management reports? If you haven’t seen
it first hand, I have. Trust me, the time,
frustration and yes, sometimes panic, that
ensues when reports don’t look ‘normal’ is a
situation to avoid whenever possible.
Focus on your audience at all times. Think in
advance what is in it for them and continue
to communicate these benefits. To do this
you need to find out about specific problems
and how poor data contributes to those
problems. Ask plenty of questions as you
go along so that you are always abreast of
concerns, objections and suggestions that
can make the implementation process even
easier. And of course the more questions you
ask the more clearly you will also be able to
identify the benefits your organisation.
One of Stephen Covey’s 7 Habits is to seek
first to understand, then to be understood. If
you understand the people, organisation and
the data specific issues, then you will be in a
position to help solve them.
A final piece of advice on the ‘Why’
component is to use real examples to
illustrate your points. Making up examples
opens you up to non-productive comments
like: “Those things don’t happen around
here.” which distracts from, rather than
bolsters, your key message.
 What?
What are you selling?
Data Governance of course!
Explain what Data Governance is as simply as
possible. The K.I.S.S acronym (Keep It Simple
& Sweet) is a good one to remember. For
the majority of your audience, this may be
Communication
the first time they have even heard of Data
Governance. Make sure they understand the
basics, in a positive (sweet) way before you
introduce the details.
Let’s face it, terms like Data Governance
and framework and implementation give
the impression that the process is very
complicated. Most people are visual learners.
Use this to your advantage by drawing
pictures and diagrams to get your message
across. You’ll be surprised at how effective
these are, especially in the initial stages. A
word of warning though, do not use formal
documents to communicate your message.
There are good reasons for having detailed
data models, process maps, policies and
operating models. However these have a
time and place and it isn’t at a presentation.
You need to extract the material out of
these formal documents and turn it into a
compelling message for your audience.
As with any presentation, give yourself time
to prepare and don’t try to include too much
content. Be ready to be interrupted with
questions that may challenge your carefully
timed presentation and indeed shake your
confidence. In this respect it’s best to be
clear on your objective (to help people
understand Data Governance and to win their
support) and know the facts, figures and
scenarios that most strongly support that
objective. In my experience a light, informal,
less rehearsed presentation does the job.
How?
How does it work?
How will a Data Governance framework work
and help your organisation?
This is where the detail comes in. Knowing
about your organisation and their current
problems will go a long way at this stage.
Don’t run through an exhaustive checklist of
actions performed in a hypothetical world.
How will it work in the very real world of the
firm you’re working for?
The How is where most objections will arise.
It’s where people begin to think, “What am
I going to need to DO?” In the early stages
of the process your job is to reassure them
that the framework will clearly define all
processes, roles and responsibilities and
that all of these will be discussed when
appropriate.
What if?
Checkpoint:
This the carrot or stick part of your sales
pitch. I always prefer pulling people towards a I’m sure you’d agree that effective
vision of a better future, but occasionally you communication is too big a topic to cover
may have to resort to pushing them a little. in detail here. If you feel you’d like to
This is where you show them the problems develop your skills in this area consider
they will encounter if they continue on their attending a Communications Skills
present path, again using relevant and real- Course or reading a book devoted to the
life examples. Following this it is a good time topic. My personal favourites are...
to discuss what improvements could be
made and what these would mean for the “The Jelly Effect, How to
business. Show them the ghost of Christmas Make Your Communications
future and you’ll help them change their Stick” by Andy Bounds
ungoverned ways!
“The Charisma Formula: 7
...you can read more about this Secrets to Communicating
in my seasonal blog here... with Eloquence and Influence”
by Yvonne Gurney
What now?
Of course you need to finish off by explaining
where you all go from here and what specific
actions they need to take now. The action
might be to meet with their teams, set up
a one-to-one meeting with you, complete
a questionnaire...it varies. However, all
your efforts to convince them that Data
Governance is a good idea will be lost if you
don’t get a commitment to take action as a
result.
 The Oxford English Dictionary defines
influence as “the capacity to have an effect
on the character, development, or behaviour
of someone or something”. Now I don’t know
about you, but seeing the definition in black
and white makes it perfectly clear to me why
without the ability to influence others you
are not going to accomplish much in Data
Governance.
Influence Think about it - even if you are implementing
Data Governance to meet regulatory
requirements (i.e. you have a big stick which
you can use to force the issue) you want,
even need, people to sign up willingly and
understand the benefits they will achieve as
a result. Therefore the ability to influence
others is a key soft skill.
People will often leave presentations or
meetings with great intentions. Changing
their behaviour is another matter. Your job
at this stage becomes capitalising on this
goodwill to move them from agreement to
action.
To influence people you need to build a
relationship with them, find out what matters
to them and what the biggest problems are
that they are currently facing. Just delivering
your message eloquently is not going to
automatically move Data Governance
activities to the top of their agenda.
Illustrating how it will help them with their
major business problems just might.
As I have said before, understanding the
business you are working with is crucial.
Making sure that you know exactly how
implementing Data Governance is going to
help solve the problems of the individuals
you’re speaking to is even more so.
When I first started doing Data Governance
I was very focussed on doing it for the
“greater good.” I admit that to my detriment
I didn’t think enough about the impact on
the individuals or departments I was working
with. I learnt the hard way and hope that you
take the wisdom from my mistakes. Now I
know that being pragmatic and focussing on
the impact on the individual is a key success
factor.
With one client, I initially started explaining
why we were implementing Data Governance
over regulatory data, but the individual who
had been happy to meet me initially became
bored and disinterested during the meeting.
As soon as I noticed this and questioned
him, it was clear that his department did
not produce any data in the immediate
scope of my work. However, as expected,
his department did have data quality related
issues that could be vastly improved with the
introduction of Data Governance. By the end
of the meeting he understood how the bigger
picture would eventually benefit him and we
were able to agree how he could champion
the implementation in his department when
the time was right.
Motivational responses
There are a multitude of ways in which we
positively influence others. From presenting
a clear vision to leading by example, and
different individuals and audiences respond
to different prompts.
Three ways people respond to different
motivators include:
Character
This is to say they are moved by the
personality (more often a positive one) of
the speaker. As any successful performer will
attest to, the first job is getting the crowd
to like you. That makes everything else a lot
easier. Did you know young comedians are
often encouraged to use a simple, positive
joke as soon as they get onstage? If you get
people laughing (or at least smiling) early on,
it makes everything else a lot easier.
Message
In other words, what you are saying. This
is obviously helped if your audience likes
you to begin with, but it is still possible to
sell a message even if they don’t yet know
you. For the sort of audience you will be
presenting to, it is likely they will be looking
for a positive message that will reinforce the
benefits and their required interest in Data
Governance.
Cause
Checkpoint:
For a lot of audiences this may appear to be
the same as the message but in reality the A Stakeholder Map is a very useful tool. It
cause is bigger; it’s the mission or will help to
overriding goal. Once your audience begins
• identify your key stakeholders
to realise the advantage of what you are
• find where they currently are in
saying for their business, they have moved
terms of your initiative
from the message and onto the cause.
• plan where you want them to be and
Some people will continue to have problems
• move them forward through
making that leap and for this reason
it’s always good practice to ensure your
specific actions
examples are relevant to the individuals you
are presenting to.
If you’d like to find out more
visit The MindTools website.
Changing the habits of an organisation
means spending time influencing numerous
individuals before real improvement is
evident. Whether it’s encouraging managers
into formalising policies and procedures
concerning data management or following
up with employees at all levels to ensure
they are actually working in line with those
policies, it won’t happen straight away. It will
however, progress steadily if you adopt
the right behaviours to see your
implementation through.
 These are the characteristics that, if you
can embody, will oil the wheels of any
successful Data Governance project. Good
Communication and the ability to Influence
are the obvious, visible soft skills. The
Behaviours in the next section, on the other
hand, are more the attitudes necessary for
continual success in this game.
The first of these Behaviours is Pragmatism,
or being practical; remembering where
you’re doing this and for whom. Focus and
prioritise sections of the implementation
and find ways to make them work in the real
world in order to gain momentum.
The next Behaviour is Patience. Be prepared
for the need to repeat your key messages
numerous times. When you find that

Behaviours
repetition being needed with the same
people the natural reaction of course would
be to get exasperated. The good news is
Patience is a skill that can be learned (and

PR
ironically in situations like this it needs to be

AG
done quickly!)

M
AT
ISM
E
I guarantee you’ll also be told “no” more than

NC
once, along the way. In order to take these

TIE
PA
BEHAVIOURS knocks and soldier on you will need…

...Perseverance. Implementing Data

PERSISTENCE
Governance can be simple but it is not
necessarily easy - and it will take time. If at
first you don’t succeed, you’re just getting
started!
Let’s look at each of these
behaviours in turn and see
what they mean to you...
 Change does not happen
in a vacuum. What I mean
is your Data Governance
implementation will be taking
place within an organisation
Pragmatism that has its own history,
issues and work culture.
These practical, and
sometimes frustratingly
impractical realities need to
be taken into consideration.
I have to confess, when I started in Data
Governance, I was something of an
evangelist. I believed passionately in what I
was trying to achieve (and still do). I wanted
it done properly. I wanted it done now.
With my unchecked enthusiasm, combined
with my lack of experience at that time
in implementing organisational change,
I failed to see that I was unintentionally
making a hard task even harder. The results
being the scope and costs of the initiative
increased and, not surprisingly I isolated
the very people I was hoping to help. My
biggest supporters were in IT which was to
be expected. Working closely with data every
day it was, perhaps, easier for them to see
the benefits of Data Governance. As I’m sure
you’ve experienced, the business side of an
organisation can often overrule IT and not
surprisingly they did just that in this case,
too. I remember being told in no uncertain
terms that Data Governance activities would
take more time and resources than the
business was willing (or able) to invest.
Although I still want to do it all and do it
properly, I am also mindful of the importance
of simply getting started. If you are able to
identify a small area of the business on which
to focus your attention, and then show some
progress, this will help to gain momentum
and you will get buy-in from other areas.
Before long you will have people asking you
to go above and beyond the initial scope of
your current phase. People will realise that
the principles involved in properly managing
data apply throughout their business. Checkpoint:
I am reminded of a client who asked me to Take a few minutes to consider your
focus on implementing Data Governance current focus in your Data Governance
over customer data only. During a Customer Initiative.
Data Owner Forum an issue concerning
a piece of product data was raised. When Are you being too rigid in its
challenged about the appropriateness of a implementation?
governance approach in this instance, the
answer was simple: “Just because it is not Can you think of alternative
customer data, doesn’t mean it shouldn’t approaches to achieve the same end
be governed in the same way.” The nicest goal?
thing about this response is that it wasn’t
me saying it, but one of the internal Data
Owners. They had seen the benefit in their
area of the business and could, from a place
of strength, support the selling of the benefit
in other areas.
Pragmatism can simply mean managing
your implementation in bite-sized chunks in
order for it to actually be realised and seen.
Of course you’ll still be thinking big but not
everyone will be interested in or required to
understand your master plan!
I’m going to give the last word on
Pragmatism to my good friend, Information
Management Expert Daniel Flören, “We’re
taking over the world one attribute at a
time.”
 The second behaviour to
master is Persistence.
Let’s be realistic, there will
be trials and tribulations,
setbacks and days when it
Persistence seems that you’ve taken
two steps back for every
one forward. It’s at these
times your determination
to make things happen
needs to kick in.
A while back I was involved in a musical stage
production of Half a Sixpence. For those of
you who know the show, I was playing the
part of Helen Walsingham and sang a song
called ‘Be Determined’. It is a suffragette
rallying, march-type of song, which she
sings to the defeatist leading man. While
rehearsing for this show I found myself
humming the song a lot at work, often when
faced with challenging situations. Then I
realised that it wasn’t just because I was
learning the song, but because the lyrics
were particularly relevant to what I was
trying to achieve at work.
“Be determined is the clue.
If you’ll only see it through.
Make my day, decide to you’ll
play the game to win.”
A great message for numerous life
situations!
I have helped many organisations to
implement Data Governance programmes,
with widely differing cultures. Some have
been more challenging than others, but one
thing is true, even in the most open-minded,
change-ready organisation you need to be
tenacious. For every step of the way, there
will be hurdles to overcome. It’s up to you
to find a way over, under or around them.
Sometimes the challenges will be as simple
as finding your way into diaries or getting
people to return your calls. At others it will
be dealing with the dissenter who does not
want to sign up to one of the key roles in
your Data Governance model.
If you want your Data Governance initiative
to be successful, giving up is not an option,
it’s that simple. If Plan A doesn’t have the
expected results, make sure you have plans B
and C ready to go.
Data Governance is not for the faint
hearted, but if you’re determined you will
be successful.
Decide you’ll play the Data Governance
game to win.
 The third key behaviour
is Patience.
It can take a lot longer
than expected to get buy-in
from different parts of the
Patience organisation; to convince
them firstly of the need for
Data Governance and then
to embed new processes
and mindsets into business
as usual activities.
I freely admit that I am not a naturally
patient person. I can hardly bear to stand still
to wait for the drinks machine to dispense
hot water. So waiting months for agreement
and then even longer for real action can be
trying to say the least.
It took the Titanic 24 hours to turn just 90
degrees. While Data Governance isn’t a
luxury liner, it is a big thing to get moving.
There is a great deal to do in order to gain
momentum. You’ll think you don’t have the
time to be meditating and thinking calm
thoughts. You’ll think you need to get people
to take action. You’ll think you need to be out
there doing whatever it takes to help them
take that action and, and, and…
…and at this point it’s time to take a deep
breath and remind yourself that you need to
be patient.
While I said that patience is not my greatest
virtue, I soon realised its importance in
this field. I said it before but I will say it
again; even if you know it well, for many
people this may be their first experience
of Data Governance. And you will need to
say things again and again. When you are
teaching people new things you need to build
a foundation of base principles. In training
development we call it ‘chunking’ – small
steps that build on a solid foundation and
then on each other.
Chunking is also well supported by flexibility.
Namely flexibility in how you adapt your
message for different audiences. Sometimes
you may even find yourself adapting, and
therefore repeating, your message to the
same audience if you get the indication
they do not quite understand. Continually
viewing the message, benefits and even the
challenges from their business perspective
will help you do this with style. After all, Data
Governance may be your top priority but
they may not even consider it on the agenda.
Most (if not everyone) in your organisation
uses and/or produces data. The problem
is unlike IT they generally they don’t think
about it. I heard an excellent analogy from
Data Management Expert Peter Aiken. He
said that the majority of people think of data
in the same way that they think about air…
in that they don’t. They just assume that the
air is good enough for them to breathe until
they discover that it isn’t! So getting them
to start thinking about it will require great
patience.
“I am extraordinarily patient, provided
I get my own way in the end.”
Margaret Thatcher
I wish you all the best in your
Data Governance initiative.

If you are interested in the various ways we can

work together to make it a sure success, please
contact me at Nicola@NicolaAskham.com and
for any further information please visit my web
site NicolaAskham.com

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